fourth industrial revolution and trade unions in south
TRANSCRIPT
i
Fourth industrial revolution and
trade unions in South African
platinum mining industry
Luxolo Mpafa
A research report submitted to the Faculty of Commerce, Law and
Management, University of the Witwatersrand, in partial fulfilment of the
requirements for the degree of Master of Business Administration
Johannesburg, 2018
ii
ABSTRACT
The fourth industrial revolution is unavoidable and its impact on jobs is taking
centre stage across the business sector and government discussions. The labour
movement in the country realises the threat of this revolution on jobs and
livelihood of the working class. The South African platinum mining industry is
amongst the industries that are directly affected by the Fourth Industrial
Revolution.
The study is aimed at investigating the impact of fourth industrial revolution on
trade unions’ future sustainability and existence. An in-depth interview method
was used as the main data collection method. The participants were identified
using a purposive voluntary sampling method. The sample was limited to the
platinum mining industry and it involved members of three dominant trade unions
namely; NUM, AMCU and UASA. The data collected was analysed based on
specific themes that were identified during the study.
The study findings indicated there is need for trade unions to focus on training
and development of their members in order to remain relevant and sustainable.
There is need for change of leadership qualities even though it could not conclude
on the proposed visionary leadership style. Trade unions need to be adaptive
organisations in order to survive the impact of Fourth Industrial Revolution.
There’s need for them to form partnerships with employers and focus on training
and development of their members.
iii
DECLARATION
I, Luxolo Mpafa, declare that this research report is my own work except as
indicated in the references and acknowledgements. It is submitted in partial
fulfilment of the requirements for the degree of Master of Business Administration
in the University of the Witwatersrand, Johannesburg. It has not been submitted
before for any degree or examination in this or any other university.
Luxolo Mpafa
Signed at ……Johannesburg…………………
On the …………22nd………….. day of ……October………… 2018
iv
ACKNOWLEDGEMENTS
Firstly, my gratitude goes to my supervisor, Linda Master for her undying
support throughout the research journey. Your words of encouragement,
patience and insightful comments made it possible for me to conclude this
research.
Many thanks to my family for their moral support during difficult times. Your
understanding when I was away made me work harder.
I am grateful to all the participants who agreed to be interviewed. Without you,
this wouldn’t have been possible.
Special gratitude goes to my comrades, Hanya and Mlu, who volunteered to
assist me with field work.
My sincere appreciation to all comrades who assisted financially when I had
to travel between Johannesburg and Rustenburg for interviews. Your
contributions are appreciated.
Lastly, I would like to thank God for giving me wisdom and strength to continue
when it seemed impossible. Thank you for your blessings.
v
TABLE OF CONTENTS
ABSTRACT ..................................................................................... ii
DECLARATION .............................................................................. iii
ACKNOWLEDGEMENTS ............................................................... iv
LIST OF TABLES ......................................................................... viii
LIST OF FIGURES ......................................................................... ix
LIST OF ABBREVIATIONS ............................................................. x
CHAPTER 1. INTRODUCTION .................................................... 11
PURPOSE OF THE STUDY .................................................................. 11
CONTEXT OF THE STUDY ................................................................... 12
PROBLEM STATEMENT ...................................................................... 14 1.3.1 MAIN PROBLEM .................................................................................................... 14 1.3.2 SUB-PROBLEMS ................................................................................................... 14 1.3.3 OBJECTIVE OF THE STUDY .................................................................................... 16
SIGNIFICANCE OF THE STUDY ............................................................ 16
DELIMITATIONS OF THE STUDY........................................................... 17
DEFINITION OF TERMS ...................................................................... 18
ASSUMPTIONS ................................................................................. 18
CHAPTER 2. LITERATURE REVIEW ......................................... 19
INTRODUCTION ................................................................................ 19
BACKGROUND DISCUSSION. .............................................................. 19
FOURTH INDUSTRIAL REVOLUTION ..................................................... 20 2.3.1 TRAINING AND DEVELOPMENT OF WORKFORCE ...................................................... 24 2.3.2 PROPOSITION 1 .................................................................................................... 26
LEADERSHIP .................................................................................... 27 2.4.1 LEADERSHIP IN THE ERA OF TECHNOLOGY ............................................................. 28 2.4.2 PROPOSITION 2 .................................................................................................... 29
CONCLUSION OF LITERATURE REVIEW ............................................... 29 2.5.1 PROPOSITION 1: ................................................................................................... 29 2.5.2 PROPOSITION 2: ................................................................................................... 29
vi
CHAPTER 3. RESEARCH METHODOLOGY .............................. 30
RESEARCH METHODOLOGY ............................................................... 30
RESEARCH DESIGN .......................................................................... 31 3.2.1 POPULATION ........................................................................................................ 31 3.2.2 SAMPLE AND SAMPLING METHOD ........................................................................... 31
THE RESEARCH INSTRUMENT ............................................................ 33
PROCEDURE FOR DATA COLLECTION .................................................. 34
DATA ANALYSIS AND INTERPRETATION ............................................... 36
LIMITATIONS OF THE STUDY ............................................................... 36
VALIDITY AND RELIABILITY ................................................................. 37 3.7.1 EXTERNAL VALIDITY .............................................................................................. 37 3.7.2 INTERNAL VALIDITY ............................................................................................... 38 3.7.3 RELIABILITY ......................................................................................................... 38
DEMOGRAPHIC PROFILE OF RESPONDENTS ........................................ 39
CHAPTER 4. PRESENTATION OF RESULTS ............................ 43
INTRODUCTION ................................................................................ 43
RESULTS PERTAINING TO PROPOSITION 1 ........................................... 43
RESULTS PERTAINING TO PROPOSITION 2 .......................................... 47
SUMMARY OF THE RESULTS .............................................................. 51
CHAPTER 5. DISCUSSION OF THE RESULTS ......................... 52
INTRODUCTION ................................................................................ 52
DISCUSSION PERTAINING TO PROPOSITION 1 ...................................... 52 5.2.1 TECHNOLOGICAL CHANGES IN THE WORKPLACE ..................................................... 52 5.2.2 EMPLOYER’S ROLE IN ENFORCING TECHNOLOGICAL CHANGES................................. 53 5.2.3 NOTICEABLE BENEFITS OF TECHNOLOGICAL CHANGES ............................................ 54 5.2.4 CONCLUSION REGARDING PROPOSITION 1 ............................................................. 55
DISCUSSION PERTAINING TO PROPOSITION 2 ...................................... 55 5.3.1 TRADE UNIONS’ VIEW ON 4IR ................................................................................ 55 5.3.2 FUTURE OF TRADE UNIONS ................................................................................... 55 5.3.3 FUTURE LEVELS OF UNIONISM ............................................................................... 56 5.3.4 CONCLUSION REGARDING PROPOSITION 2 ............................................................. 57
CONCLUSION ................................................................................... 57
CHAPTER 6. CONCLUSIONS & RECOMMENDATIONS ........... 58
INTRODUCTION ................................................................................ 58
CONCLUSIONS OF THE STUDY ........................................................... 58
RECOMMENDATIONS ........................................................................ 60
SUGGESTIONS FOR FURTHER RESEARCH ........................................... 60
vii
REFERENCES .............................................................................. 61
viii
LIST OF TABLES
Table 1: Profile of participants ………………………………………………………33
Table 2: Sections of research questionnaire ………………………………………33
Table 3: Sample representativeness ………………………………………………35
Table 4: Theme for first proposition ……………………………….……………….44
Table 5: Theme for second proposition ……………………….…………………..48
ix
LIST OF FIGURES
Figure 1: History of industrial revolutions ………………………………………….21
Figure 2: Comparison of current and future skills ………………………………..26
Figure 3: Age of participants ………………………………………………………...39
Figure 4: Gender of participants …………………………………………………….39
Figure 5: Race of participants ……………………………………………………….40
Figure 6: Nationality of participants ………………………………………………..40
Figure 7: Academic qualifications of participants …………………………………41
Figure 8: Employer representativeness ……………………………………………41
Figure 9: Trade union representative ……………………………………………...42
x
LIST OF ABBREVIATIONS
AMCU: Association of Mining and Construction Union
AMU: African Mine Workers Union
BU: Business Unionism
CEO: Chief Executive Officer
CNC: Computerized Numerical Control
GDP: Gross Domestic Products
ICs: Industrial Councils
ICA: Industrial Conciliation Act
NEDLAC: National Economic Development and Labour Council
NOB: National Office Bearer
NUM: National Union of Mineworkers
PwC: PricewaterhouseCoopers
RU: Radical Unionism
ROB: Regional Office Bearer
RAIR: Robotics, Artificial Intelligence and Automation
SMU: Social Movement Unionism
TU: Trade Union
UASA: United Association of South Africa
1IR: First Industrial Revolution
4IR: Fourth Industrial Revolution
11
CHAPTER 1. INTRODUCTION
Purpose of the study
The purpose of this research is to determine the impact of Fourth Industrial
Revolution (4IR) on trade union sustainability in the South African platinum mining
industry. The South African platinum mining industry comprises, mostly, of low
skilled employees. These employees are underprepared for anticipated
technological changes that could result in them being declared redundant. As a
results of the emergence of 4IR, more people are likely to lose their jobs to robots,
technology, artificial intelligence, etc. hence the likelihood of trade unions fighting
for members is becoming more urgent. Hodgson G. M (2016) cited the possibility
of economic and social-inclusion conflicts between skilled and unskilled
workforce. This imminent scenario poses serious challenges to the existence and
sustainability of trade unions in the platinum mining industry.
The 4IR will lead to the mechanisation of most mining operations (Hattingh et al,
2010; Ivanov, 2017). As a consequence, only skilled employees will be absorbed
by the system. Working conditions and environments, which trade unions used
as a tool for recruitment, are no longer going to matter to majority of potential
trade union members.
The continued resistance, by trade unions, to technological changes in South
Africa’s platinum mining industry is as a result of trade unions’ failure to
conceptualise innovative technologies as challenges that require research,
education and training. To remain relevant, trade unions will have to advocate for
training of their members in anticipation of the impact of the 4IR (Hlatshwayo &
Buhlungu, 2017). For this to be achieved, the study argues that trade unions need
leaders who will embrace technological changes and derive strategies to respond
to the imminent 4IR in order to remain in existence and be sustainable.
12
Context of the study
The Union of South Africa was formed in 1910, it formally exclude black workers
from any political expression and racialized the structure of the labour market.
Bhorat et al (2014) realises the impact of the 1911 Mines and Works Act, which
reserved skilled mining jobs for whites only, on the current workforce in the mining
industry. Due to this setup, the mining industry continues to experience a huge
skills gap amongst its workforce. Hlatshwayo M (2017) noted the need to
restructure skills and create more skilled workforce in order to deal with
technological changes. Between 2013 and 2017, about ten thousand (10 000)
mine employees were granted apprenticeship as means of skills development
(Chamber of Mines’ report, 2017)
Trade unionism in the South African mining industry started during the 20th
century. The core foundation of collective bargaining legislation in South Africa
was the Industrial Conciliation Act (ICA) of 1924, which provided for the voluntary
establishment of permanent collective bargaining institutions, namely Industrial
Councils (ICs), by employers’ organizations and registered non-African trade
unions (Godfrey et al, 2010). The formation of African Mine Workers Union
(AMWU) in 1941 was a turning point in the South African labour market. Black
mine workers discovered a need to organise themselves in order to fight for
improved working conditions and defend their rights in the workplace.
An increase in global competitiveness has led to investment in technologies and
process improvements to drive productivity. This has led to changes in the nature
of the trade unions. Industrial restructuring, growth in flexibility, changes in
workplace practices and an increase in job insecurity have a huge effect on trade
unions’ ability to organise workers
According to Hyman (2001), some trade unions focused on different “classes”
hence adopting radical unionism (RU), some focused on “markets” hence
adopting business unionism (BU) and others focused on the “society” hence
adopting social-movement unionism (SMU).
13
The technological changes will have a fundamental influence on the working
environment of the future (Lars et al, 2015)
The South African mining sector contributes about seven percent (7%) towards
the country’s GDP (Stats SA, 2017). It grew for about 12.8% in the first quarter of
the year 2017 (Stats SA, 2017). According to the Chamber of Mines’ report (2017)
the platinum mining industry is responsible for about 172 444 direct and indirect
jobs in the country. It is one of the industries that are bound to be impacted by
the fourth industrial revolution as the mines intend to mechanise in pursuit of low
production costs and safe operating environments.
Hattingh et al (2010) notes that in South Africa, many platinum, chrome and
manganese mines are using trackless mechanized mining equipment of
continually increasing engineering sophistication. Mine mechanisation is the
important strategy in design and operation of modern mines. Its main objectives
is to improve safety in the mines and to reduce mining costs. Technology remains
a decisive element in determining the size and character of the workforce. For
example, in the case of platinum mining industry, the workforce was reduced by
close to 26 000 workers between years 2012 and 2016 (Chamber of Mines’
report, 2017).
The replacement of manually powered hammer-and-chisel drilling with rotary
percussive rock drills (Hattingh et al, 2010) changed the character of the
workforce from predominantly “blue-collar and unskilled” to one that is dominated
by semi-skilled and skilled workers operating in a highly automated production
environment.
As a consequence, trade unions have had to focus on recruiting high-earning and
skilled workforce that is not easily convinced to join trade unions. The Chamber
of Mines report (2016) indicates an average 16, 4% increase in employee
earnings between 2005 and 2016.
14
Problem statement
1.3.1 Main problem
The impact of the fourth industrial revolution on job losses in platinum mining is
of concern to trade unions. Job loses lead to reduced workforce and subsequent
membership loss for trade unions. Ratna and Kaur (2012) noted that a more
unionised workplace has potential for increase in productivity. Job losses may
result in uncertainties which might have negative impact on productivity and
profitability of the platinum mining industry.
Daud and Tumin (2013) believe that during periods of uncertainty, organisations
should adopt “participative management style” to improve employee satisfaction
and productivity. Employees join trade unions to satisfy their needs (Daud &
Tumin, 2013).
The emergence of technological changes poses serious challenge to the
existence and sustainability of trade unions. The trade union members need to
change their attitudes and approaches towards their employers through
application of scientific management method (Evangelopoulos, 2011).
In the midst of ever changing working environments, the scientific management
theory remains relevant for the organisation’s future sustainability and existence
(Sarker & Khan, 2013).
To remain strong and relevant, trade unions will not only have to defend the
interests of workers, but also respond comprehensively to technological changes.
1.3.2 Sub-problems
Sub-problem 1: The first sub-problem concerns providing skills development
and training, particularly with regards to finding ways to invest in technological
skills development.
15
Training of employees for the sake of compliance to mining charter is not the
solution. Workforce need to be trained on skills that will guarantee future
employment as a result of fourth industrial revolution. This sentiment was also
emphasised by Hlatshwayo (2017), who argued that trade unions’ failure to
acknowledge technological changes as a subject that requires research,
education and organisational capacities is posing serious challenges to their
future existence and sustainability.
Sub-problem 2: The second sub-problem is finding ways to source and develop
visionary leadership from trade union leaders. Trade union leaders can no longer
be ignorant of the impact of the imminent fourth industrial revolution. They need
to derive new mechanisms of attracting skilled workers into trade unions.
Sub-problem 3: The third sub-problem concerns the union’s ability to deliver
quality services to members. The platinum mining industry has experience a
decline in total membership of trade unions.
This decline is largely attributed to poor service delivered to members by their
trade unions of choice. Uys (2011) revealed that existence of trade unions in the
future is dependent on the quality of their service to members. In agreeing, Ratna
and Kaur (2012) also noted that membership service contributes to the
satisfaction of trade union members.
Sub-problem 4: The fourth sub-problem is the employer’s attitude towards
technological innovations and improvement. In the mining industry, technological
changes improve working conditions (Hattingh et al, 2010) and it should upskill
the workforce. The employer’s willingness to upskill the workforce with regard to
operating the new technologies will be useful for the existence of trade unions.
16
1.3.3 Objective of the study
Based on the problems identified, the study’s main objectives will be to:
1) Evaluate whether trade union leaders understand the concept of 4th
Industrial Revolution.
2) Assess whether trade unions are aware of the impact of 4th Industrial
Revolution on their existence
3) Determine the state of readiness of trade unions for the 4th Industrial
Revolution
4) Assess structural changes trade unions will make to deal with 4th Industrial
Revolution.
5) Assess whether trade unions are able to use the 4th industrial revolution to
improve their service to members
6) Assess whether employers make use of 4th industrial revolution to
minimise influence of trade unions
Significance of the study
The theory suggests that the fourth industrial revolution is imminent and is going
to change the way businesses are conducted. The platinum mining industry is
highly unionised and has experienced disagreements between trade union
leaders and business managers.
These disagreements have resulted in delays on implementation of significant
projects. Willis, Dixon, Cox, and Pooley (2004), stated that when mines introduce
new technology they need to consult with their employees otherwise the new
technology is bound to fail without internal acceptance. During the change
management process communication is vital and most employees communicate
freely through trade unions (Odhony & Omolo, 2014).
17
Delays in implementation are mostly caused by lack of understanding and
insufficient information about the new technology being introduced. Trade unions
continue to fight for their members through advocating for improved working
conditions and salaries. They have not yet conceptualise the impact of technology
on their future existence. This needs to change as changes happen at a faster
pace and require leaders who can simultaneously think and decide on future
plans (Pryor et al, 2008)
The study will provide guidance to the impact the fourth industrial revolution will
have on trade unions. Understanding this impact will assist trade unions to re-
evaluate their role in the industry and determine strategies that might assist them
to defeat challenges posed by 4IR. This study will benefit both trade unions and
mining companies to identify calibre of leaders that will be needed in the future.
Yordsala, Tesaputa and Sri-Ampai (2014), concluded that future organisation will
need leaders with vision and who possess high levels of flexibility. They further
noted that future leaders should show readiness for technological changes. With
visionary leaders at the helm of both trade unions and mining companies,
disagreements could easily be resolved. This will lead to speedy implementation
of innovative technologies for maximum benefit of all stakeholders.
Delimitations of the study
The study is about the impact of fourth industrial revolution on trade unions.
Knowing that the 4IR impacts trade unions across all sectors, the study is limited
to the platinum mining industry in South Africa. Looking at the geographical
spread of the platinum belt, the study only focuses on the Rustenburg area in
North West province. Participants are drawn from three platinum mining
companies namely; Anglo platinum, Sibanye Stillwater and Lonmin Platinum.
Leaders and members of NUM, AMCU and UASA which are the big three
recognised trade unions voluntarily participated in the study.
18
Definition of terms
1. AMCU: A splinter trade union from NUM. it is currently a majority union in
the platinum belt.
2. GDP: It is the monetary value of all the finished goods and services produced
within a country's borders in a specific time period, usually annually
3. Fourth Industrial Revolution: Schwab, K (2015) described the fourth
industrial revolution as the current and developing environment in which
disruptive technologies and trends such as the Internet of Things (IoT),
robotics, virtual reality (VR) and artificial intelligence (AI) are changing the
way we live and work.
4. IndustriAll: A global trade union of manufacturing and mining workers
5. Marikana Massacre: The year 2012 killing of 34 striking mine workers by
South African police in Marikana.
6. Mechanisation: the process of automating work in the mining industry
7. NUM: A once dominant trade union in the South African mining industry. It
lost its majority status to AMCU in 2012
8. RAIA: Robotics, Artificial Intelligence and Automation. The technological
changes that are taking place.
9. Shop steward: An employee who is a trade union member responsible for
representing fellow employees in a workplace
10. UASA: The third biggest trade union in the platinum belt that mostly
represents employees in the supervisory bargaining category.
Assumptions
The study is based on trade unions’ view on the impact of 4IR. It is assumed that
all participants will respond based on personal experiences rather than
organisational views. This will ensure broader perspective on the concept under
research. All identified participants are assumed to be knowledgeable about the
concept under research. This will ensure credible and reliable outcomes. All
participants participated voluntarily without any perceived ideas about either the
researcher or the desired outcome of the research.
19
CHAPTER 2. LITERATURE REVIEW
Introduction
The literature review will cover the background of industrial revolution, the fourth
industrial revolution and leadership. The background gives a brief explanation of
industrial revolutions starting from the 1IR to the 4IR. The 4IR is discussed into
details in the context of mining industry. The discussion leads to identification of
key focus areas which are training and development. The leadership component
gives two different perspectives and is linked to the current leadership styles of
trade union leaders. The discussion concludes by identifying kind of leadership
that might be needed in the era of 4IR.
Background discussion.
In the past two hundred and fifty years since the dawn of the industrial revolution,
the world has undergone a tremendous transformation (Lars et al, 2015). From
the first industrial revolution up to the third industrial revolution more jobs were
created. According to Schwab (2016), the first industrial revolution used water
and steam power to mechanize production. The second industrial revolution used
electric power to create mass production (Schwab, 2016). The third industrial
revolution used electronics and information technology to automate production
(Schwab, 2016).
Schwab (2016) noted that the speed of current breakthroughs has no historical
precedent. When compared with previous industrial revolutions, the fourth
industrial revolution is evolving at an exponential rather than a linear pace.
Moreover, it is disrupting almost every industry in every country. And the breadth
and depth of these changes herald the transformation of entire systems of
production, management, and governance.
20
Fourth industrial revolution
The Fourth Industrial Revolution is upon us. This revolution was presided by three
other revolutions (Schwab, 2016). The first industrial revolution (1IR) started with
the mechanisation of manufacturing. Bloem et al (2014) argues that the first
industrial revolution occurred as a result of mechanical production on the basis
of water and steam. This argument is supported by Lars et al (2015) who argue
that it occurred as a result of changes in power sources. The emergence of the
1IR led to creation of specialised job (Stearns, 2012). This view was supported
by Lars et al (2015), who argued that the 1IR led to a change of the required skills
and knowledge needed by the workforce. The 1IR led to sustained economic
growth and opportunities for employment, thus influencing social and cultural
aspects of life (Lars et al, 2015).
McDougall W (2014), described second industrial revolution as the introduction
of division of labour and mass production with the help of electric energy. Bloem
et al (2014), described it as the introduction of conveyor belts and mass
production. It is also about the use of electric power to create mass production
(Schwab, 2016).
The third industrial revolution entails use of electronics and information
technology to automate production. Both Bloem et al (2014) and Schwab (2016)
are in agreement with the description. The internet and interconnection of work
positions has become more complex and requires more accountability, flexibility,
reachability, self-organisation and qualifications (Ahlers, 2016).
The fourth industrial revolution is defined as the fusion of technologies that is
blurring the lines between the physical, digital, and biological spheres (Schwab,
2016). Figure 1 below indicates the history of industrial revolution.
21
Figure 1: The history of industrial revolution
Source: Premium Times 2016
Lars et al (2015) noted, in relation to manufacturing industry in German, that
workers utilize more computerized machines and other forms of industrial
automation. The fourth industrial revolution is transforming the global economic
landscape.
Following the progress in robotics, artificial intelligence and automation
technologies (RAIA), companies from various economic sectors adopt RAIA to
decrease costs, generate additional revenues, provide consistent product quality,
streamline operations, expand production/service capacity and improve
company’s competitiveness (Ivanov, 2017).
The fusion of technology across physical, digital and biological spheres is a
characteristics of exponential changes in technology (Schwab, 2016). According
to Schwab (2016) this fusion leads to profound shifts across all industries, marked
by the emergence of new business models which affects every aspect of society.
22
Lars et al (2015) notes the introduction of cyber physical systems as one of the
revolutionary changes in the fourth industrial revolution. The systems allow
machines to communicate with each other more efficiently.
This has a potential to destroy more jobs. Hodgson G. M (2016) alluded that
innovative technology is changing the character of work and the patterns of
employment across industries. The reason the fourth industrial revolution will not
follow the pattern of previous revolutions is because technology is changing at a
much faster rate than people do. Technology tends to drive costs down while
people drive costs up making it difficult for organisations to be profitable.
Naude, W (2017) emphasises that in the era of fourth industrial revolution,
technologies normally complement higher-skilled workers while lower-skilled
workers are replaced. This is different from earlier industrial revolutions which
saw technology replacing skilled workers and compliment low skilled workers
(Naude, 2017). According to Schwab (2016), about 7.1 million jobs, worldwide,
could be lost through redundancy, automation or disintermediation. The massive
introduction of RAIA will lead to profound economic, social and political changes,
the most obvious of which is that the majority of currently existing jobs will
disappear (Ivanov, 2017). This is further emphasised by Naude (2017), stating
that up to 66 per cent of all jobs in developing countries are at risk.
Technological changes and advancements influence the strength and the impact
of trade union together with their ability to organise. Technology is changing the
manner businesses are conducted nowadays (Ramlall, 2003). It leads to
business downsizing and a shift in industrial employment away from large
companies (Jose, 1999). Venter (2003) argued that technological improvements
have impact on employment relations as well as design, location and nature of
work itself. Ahlers (2016) argued that 4IR increase job security concerns but also
promotes new, flexible forms of employment.
The mining industry is one of the biggest contributors to South Africa’s gross
domestic products (GDP). It contributes about seven percent (7%) towards GDP
(StatsSA, 2017).
23
Technology, mine mechanisation, has been used in the industry for a long time.
Its main objective is to improve safety and working conditions (Hattingh et al,
2010). Its potential to reduce jobs has led to conflicts between mine owners and
labour movements. Akhtar and Moore (2016) noted that trade unions recognise
that technological improvements do not foster conflicts in workplaces but
engagement for implementation normally cause conflicts.
Willis et al (2004) noted that technological changes in the mining industry can be
utilised to improve investment in education and training of workers. This would
lead to positive socio-economic benefits.
Willis et al (2004) further argues that regardless of job losses in the mining
industry due to mechanisation, the 4IR has potential to increase employment in
secondary industries which will need to meet the higher technology demand of
the mining industry. A highly technologized mining industry has potential to create
more employment opportunities in other secondary industries such as
manufacturing, services etc.
Use of technology in mining industry is faced with challenges such as poor
implementation (Willis et al, 2004) and need for training and development
(Hattingh et al, 2010). Hattingh et al (2010) suggests that advanced planning is
required to ensure that people with the appropriate skills are recruited and trained
for mechanization projects.
For years, production in South Africa’s platinum mines has rested on the
muscular shoulders of men risking life and limb to drill into the rock face with
jackhammers. Stoddard (2014) noted that labour upheaval and a political push,
to make the mines safer and to transform the low-wage workforce, have set in
motion a drive to mechanize mines. The 2014 platinum belt strike by AMCU
members dictated the employers push towards mechanization. Researchers from
most universities agree that mechanization will have negative impact on trade
union’s bargaining power. Hlatshwayo (2017), noted that Trade unions
understand that mechanization can undermine their collective bargaining power.
24
2.3.1 Training and development of workforce
Training and Development is defined as the ability of acquiring skills, knowledge
and understanding with the aim of improving performance at individual and
organisational levels (Tahir N et al 2014).
With the eminence of the fourth industrial revolution, training and development of
the workforce is crucial. Schwab, K (2016) suggested that there is a need to
shape a future that works for all of us by putting people first and empowering
them.
The primary purpose of trade union leader is to protect jobs and fight against
exploitation and victimisation of the workplace. Hlatshwayo, M (2017) notes that
trade union leaders view technological innovations as preserve of management
while their duty is to fight for better wages and improved working conditions.
The result of not engaging with technology is that unions are “caught on the back
foot” when new technology is introduced (Hlatshwayo, 2014). Skilling the current
workforce for future employability could be the solution for employers and trade
unions. Tahir N et al (2014) also noted that training and development can assist
in improving the moral of the workforce and assist employees to resonate with
the goals of the employer.
Report conducted by Deloitte in 2016 discovered that skills play a major role in
determining competitiveness and most organisation were concerned about the
unavailability of key skills on their performance (Deloitte, 2016). According to the
report by the chamber of mines (2017), the South African mining industry invested
about R5 billion in skills development.
Bloom and van Reenen (2010) related technology application to management
practices and skills. They argued that skilled managers are more likely to
implement appropriate technologies and promote effective innovations in their
organisations (Bloom & van Reenen, 2010).
25
The South African mining industry supported about 18,000 tertiary education
learners during period 2011 to 2015 (chamber of mines’ report, 2017) and more
than 10,000 apprenticeships during the period 2011 to 2015. This investment
could be beneficial for the workforce in mitigating the impact of technological
innovations in the industry.
It is anticipated that by 2020, the fourth industrial revolution would have
introduced advanced robotics and autonomous transport, artificial intelligence
and machine learning, advanced materials, biotechnology and genomics, which
will change today’s work force (Gray 2016).
On evaluating future skills requirements, Gray (2016) discovered that about 35%
of the skills that are considered important on the workforce today will no longer
be needed. A survey done by the World Economic Forum’s Global Agenda
Council on the Future of Software and Society indicates that people expect
artificial intelligence machines to be part of a company’s board of directors by
2026 (Gray, 2016). Figure 2 below compares the present skills with future skills
in terms of importance.
26
2.3.2 Proposition 1
For the trade unions to survive the impact of the fourth industrial revolution, they
will require massive investment on training and development of the workforce.
Trade unions with the capacity to conduct research on automation are able to
mitigate the negative effects of technological changes on jobs and workers
(Hlatshwayo, 2014).
Figure 2: Comparison of current skills with future skills
27
Leadership
The phenomenon of leadership is widely researched, more especially in the field
of management and organizational development. Adlam and Villiers (2003) noted
leadership quality, ability, effectiveness and style as most researched aspects of
leadership. In defining leadership, many scholars have defined leadership based
on two different perspectives namely traditional and contemporary perspectives.
The traditional perspective views leadership as mere formulation of goals and
objectives, and ensuring their efficient accomplishment. According to the
traditional perspective, leaders get cooperation of their followers through
exercising power (Anderson, Ford & Hamilton, 1998).
In agreeing with Anderson et al (1998), other scholars argued that leadership is
about interpersonal influence that get individuals to do what the leader wants to
be done (Schermerhorn, Hunt & Osborn 2000). From this perspective it can be
argued that leadership is about leaders getting what they want without
considering the inputs of the followers. The build-up to Marikana massacre is a
perfect example of this kind of leadership within trade union movements.
The contemporary definition of leadership argues that leadership is the ability of
a leader to inspire confidence and support, motivate followers and managing
change (Dubrin, 1998). This sentiment was also shared by Sergiovanni (1999),
who perceived leadership as a personal thing comprising one’s heart, head and
hand. The heart component of leadership comprises of beliefs, values and vision
(Sergiovanni, 1999). To explain the head component, Sergiovanni (2007) argued
that it consists of individual leader’s ability to utilize accumulated experience in
dealing with present challenges. The leader’s ability to decide and act is part of
the head component of leadership (Sergiovanni, 2007).
Based on theory, one can define leadership as a process of utilizing the three
leadership components – heart, head and hand, to decide and act when dealing
with present challenges. Leadership definition in both the traditional and
contemporary perspective seems to be having some similar characteristics.
28
For example, both perspectives noted that leadership does not occur in isolation.
Rather, it occurs when two or more people are interacting (Anderson et al, 1998)
and the leader seeks to influence the behavior of other people (Dubrin, 1998;
Sergiovanni, 2007). However, to a large extent, the traditional perspective of
leadership is based on exercising power over followers to maintain the status quo
(Anderson, Ford & Hamilton, 1998), while the contemporary perspective is based
on continuous improvement and power sharing with the followers (Sergiovanni,
2007). The traditional perspective of leadership is based on downward exercise
of power and authority while the contemporary perspective seeks to develop
respect and concern for the followers and see them as a powerful source of
knowledge, creativity and energy for improving the organization.
2.4.1 Leadership in the era of technology
The 4IR has brought significant changes in the manner in which organisations
are run. Today’s leaders have to constantly monitor and examine their
organisations’ strategies and visions. Tellis (2014) noted that most organisation
fail to succeed due to lack of visionary leaders. Most organisations succumb to
technological changes due to leader’s unwillingness to execute their visions
(Tellis, 2014).
Yordsala, Tesaputa and Sri-Ampai (2014) also argued that organisations,
nowadays, require leaders with vision and who possess high levels of flexibility.
The trade unions opposition to mechanisation of mines is a clear demonstration
that trade union leaders are not so flexible towards changes in the industry.
Yordsala et al (2014) further argued that leaders should show readiness for
technological changes. Most mining companies have had challenges with
implementing innovative changes due to trade unions’ reluctance to accept such
changes. This is a clear demonstration of leaders who are not ready for
technological changes. Germain V (2016) noted that today’s leaders need to lead
with purpose and vision. He further argued that for organisations to succeed in
the 4IR, they need leaders who are authentic, transparent and able to build trust
(Germain, 2016).
29
2.4.2 Proposition 2
The fourth industrial revolution poses serious challenge to the future existence of
trade unions. For trade unions to exist in future, they need visionary leaders at
their helm.
Conclusion of Literature Review
The fourth industrial revolution is unavoidable and now upon us. It is different
from the previous revolutions. The changes will happen at a faster pace across
all industries. The platinum mining industry will be highly mechanised. This will
lead to reduction of jobs and acquisition of highly qualified employees. This
scenario will change the labour relation in the workplace. Improved working
conditions and better salaries will no longer be sufficient enough for employees
to join trade unions. The new era of mechanised mining will require skilled
employees. Training and development will play a major role in recruiting and/or
retaining members for trade unions. Trade unions will need leaders who are
flexible, inspirational and people-oriented. The top-down approach will no longer
be sustainable. Leaders will have to be more consultative.
2.5.1 Proposition 1:
For the trade unions to survive the impact of the fourth industrial revolution, they
will require massive investment on training and development of the workforce.
2.5.2 Proposition 2:
The fourth industrial revolution poses serious challenge to the future existence of
trade unions. For trade unions to exist in future, they need visionary leaders at
their helm
30
CHAPTER 3. RESEARCH METHODOLOGY
This section describes the methodology used in the study. It takes into
consideration the research design, population, the sample and sampling method,
research instrument, data collection, data analysis and interpretation, study
limitations, validity and reliability and demographics of participants. The data was
collected through face-to-face interviews and surveys. The research data was
collected over a period of three months. The study involved participation of trade
unions and mining companies within the South African platinum mining sector.
Research methodology
This study adopted a qualitative research approach with the aim of gaining in-
depth knowledge and understanding about trade unions’ view of how 4IR will
impact on them. This approach was chosen based on Reason and Rowan (2004)
who concluded that qualitative research approach is used to connect meanings
to participants’ views and experiences. This narrative was also argued by
Trochim and Donnelly (2007) who stated that qualitative research method
enables the researcher to acquire in-depth and clear understanding about the
subject matter. The qualitative research paradigm requires deep understanding
of the concept (Antwi &Hamza, 2015) and knowledge is acquired through concept
interpretation (Rahi, 2017).
The qualitative research method allowed participants to freely express their
views, about the impact of 4IR on trade unions, without being channelled. The
semi-structured questions allowed the researcher to record, analyse and interpret
perceived participants’ views of the study. This approach was necessary because
it enabled the researcher to acquire in-depth knowledge and responses of trade
union leaders about the phenomena of 4IR.
31
Research Design
The impact of 4IR on trade unions in South Africa is a subject that is under-
researched hence a qualitative research method was utilised in the study. This
study employed semi-structure interviews as the means of collecting data.
This research method is utilised when there is need for clear and deep
understanding of the subject being studied (Trochim & Donnelly, 2007).
3.2.1 Population
The study specifically focus on the South African platinum mining industry. More
particularly at three companies, Sibanye Stillwater, Lonmin and Anglo Platinum.
All these companies have adopted mechanisation strategy to improve safety,
productivity and operational efficiency. There’s high levels of unionisms at all
these three companies and that was helpful for the fulfilment of research
objectives.
To gather information, interviews were conducted with trade union leaders from
three dominant trade unions in platinum mining industry namely AMCU, NUM and
UASA. At least, fifteen (15) in-depth interviews were conducted with trade union
leaders and mine managers. To increase sample size and acquire more
information, employer representatives and trade union members were allowed to
participate in the study through survey. A minimum of seventy (70) employees
participated in the questionnaire survey.
3.2.2 Sample and sampling method
For the purposes of gathering relevant information from the participants, all
participants had to have some understanding of the concept of the Fourth
Industrial Revolution. To ensure correct selection of participants, a purposive
voluntary sampling method was used. This method assisted in ensuring that
participants are knowledgeable about the concept of 4IR and trade unions.
32
Neuman (2000) argued that this sampling method is significant for a researcher
when selecting specialised participants that are difficult to reach.
According to Strydom (2008), when using this method, population characteristics
form the basis of sample selection. Uys (2011) believes that purposive voluntary
sampling is not for statistical representative but for selection of participants.
The sample group consisted of trade union leaders at various levels, trade union
members and mining company officials. All participants passed the selection
criteria listed below:
The participant had to be an official of a company or a member and/or
leader of a registered trade union.
The participant had to be willing to participate in the study
The participant had to be willing to be interviewed while being recorded.
During interviews, the researcher was referred to other potential participant by
some of the participants. The identified potential participants agreed to participate
in the research and were also interviewed. This sampling method is called snow-
ball sampling. Neuman (2000) described snow-ball sampling as a technique that
occurs as a results of referral by a participant to other potential participants in a
network circle.
Using both sampling methods ensured that data was saturated hence the
researcher could arrive at conclusion. The participants’ profile is shown in the
table below.
33
Table 1: Profile of participants
The research instrument
The study was conducted by using a semi-structured interview questionnaire.
The questionnaire was divided into three (3) sections and each section had a
specific issue to address in the research.
Table 2: Sections of research instrument
SECTION SPECIFIC ISSUE PURPOSE OF ISSUE WHO MUST PARTICIPATE
1 Demographics To determine the demographics of the participants
All
2 Occupational Information To determine the experience of the participants
All
3 Affiliation Information To evaluate the relevance of the study to the participants
All
Description of respondent Type of respondent Total number interviewed
National Office Bearers Trade union leaders 2
Regional leaders Trade union leaders 5
Union officials Trade union employees 4
Mine managers/ Mining Company officials 4
34
Procedure for data collection
The study used in-depth interview and surveys as the methods of collecting data.
The in-depth interview was the primary method of collecting data using semi-
structured interview questionnaire. The surveys were conducted by two field
workers who volunteered their services to the researcher. Initially, the researcher
had targeted to conduct at least sixty (60) face-to-face interviews. This proved to
be impossible as most targeted participants were either not willing to participate
or not available at agreed times. Eventually, a total of fifteen (15) face-to-face
interviews were conducted with trade union leaders and mine bosses. The main
purpose of the interviews was to evaluate the impact of 4IR on trade unions and
their state of readiness. The in-depth interviews were conducted in total of seven
(07) sessions. The first two sessions were in the month of June 2018 while the
remainder were in the month of July 2018.
35
Table 3: Sample representativeness
Participant No. Participant Description Interview Date Interview Venue
Participant 1 NUM National leader 19/06/2018 Birchwood Hotel, JHB
Participant 2 NUM National leader 19/06/2018 Birchwood Hotel, JHB
Participant 3 NUM Regional leader 20/06/2018 Birchwood Hotel, JHB
Participant 4 NUM Regional leader 20/06/2018 Birchwood Hotel, JHB
Participant 5 NUM Regional leader 20/06/2018 Birchwood Hotel, JHB
Participant 6 AMCU regional leader 18/07/2018 Recreation Club, Rustenburg
Participant 7 AMCU Regional leader 18/07/2018 Recreation Club, Rustenburg
Participant 8 AMCU Official 20/07/2018 CCMA Office, Rustenburg
Participant 9 AMCU shop steward 20/07/2018 Waterfall Mall, Rustenburg
Participant 10 Mine Manager 24/07/2018 Recreation Club, Rustenburg
Participant 11 UASA Official 24/07/2018 Stay Easy Hotel, Rustenburg
Participant 12 UASA Official 24/07/2018 Stay Easy Hotel, Rustenburg
Participant 13 Mine Official 27/07/2018 Waterfall Mall, Rustenburg
Participant 14 Mine Official 30/07/2018 Golf Club, Mooinooi
Participant 15 Mine Manager 30/07/2018 Golf Club, Mooinooi
36
Data analysis and interpretation
Data analysis entails giving order, structure and meaning to collected data (Uys,
2011). The researcher collected qualitative data from three different trade unions
and mining company representatives. All the data collected through interviews
had to be transcribed before it could be analysed. King and Horrocks (2010),
argued that data transcription is a necessary step before commencement of
analysis.
After data was transcribed, it was then coded to identify specific themes for
analysis. Saldana (2009) as cited in Uys (2011) describe coding technique as a
process of intensively reading transcript and identifying themes that relate to the
research question. To analyse data, all identified themes were aligned to the
responses of participants. The analysis of data hugely depended on the
transcripts and notes that were taken during interviews. The research was mostly
conducted in English except for two occasions where participants preferred to
express themselves in SeTswana.
Limitations of the study
The study identified some limitations regarding the data collection method used.
The identified limitations are accepted and have no potential to compromise the
results of the study. The following limitations have been identified:
The language: The questionnaire and interviews were drafted and
conducted in English and some participants had difficulties in expressing
themselves in English. This resulted in longer interviews than expected
and some participants leaving blank spaces in the survey questionnaire.
Data: Some participants, particularly union leaders, were unable to
express their individual views. They mostly responded in line with the
views of their organisations regarding the subject matter.
37
Honouring scheduled interviews: The study aimed at interviewing at least
60 people but due to unavailability of potential participants only fifteen
were interviewed. Some participants wouldn’t honour their scheduled
interviews.
Researcher’s affiliation: Some participants were unwilling to participate
due to researcher’s affiliation to another trade union. The national office
bearers of other trade unions were unavailable to be interviewed by a
member of another trade union.
Usage of voice recorder: During interviews, a voice recorder was used for
record purposes. Some interviewees were uncomfortable and refused to
be voice-recorded in some instances.
Validity and reliability
3.7.1 External validity
Trochim and Donnelly (2007) as cited in Uys (2011) define external validity as the
extent to which research findings can be generalised. The research was strictly
focused on South Africa’s platinum mining industry. The sample was randomly
taken from three different mining companies and trade unions. However, to
ensure high external validity, the following were followed:
Thorough description of the research context was given
The researcher ensured a clear selection criteria for participants
All participant were randomly selected and willingly participated
Considering the nature and scope of the research, the findings cannot be
generalised to other industries and trade union formations. The views expressed
in this report only represent the views of the participants.
38
3.7.2 Internal validity
Considering the nature of the research subject, participants had a potential to
express organisational views as opposed to individual views. To ensure credible
and believable results (Trochim & Donnelly, 2007), the researcher had to ensure
the following:
The anonymity and confidentiality of the participants were guaranteed
before they could participate in the study.
The objectives of the study and the role of the researcher were clearly
explained to all participants so as to build trust relationship
All perceptions and uncertainties were clarified to participants before
commencing with interviews.
3.7.3 Reliability
Trochim and Donnelly (2007) as cited in Uys (2011), describe reliability as the
process of ensuring that one would obtain the same results if one would make
the same observation twice. The study used qualitative research method hence
its reliability could be ensured by taking dependability into account. The data was
collected through interviews and surveys until it was saturated. All participants
willingly participated in the study. The chosen sampling method and selection
criteria ensured that participants had sufficient knowledge about 4IR and trade
unions.
39
Demographic profile of respondents
The study targeted mine workers who are either affiliated to or knowledgeable
about trade unions. The population sample was characterised based on age,
gender, race, nationality, academic qualification, employment status and trade
union affiliation.
Age
Majority of participants were between the ages of 18 and 35. This was
expected considering the fact that mining companies recruit youngsters.
The results are represented in figure 3.
Figure 3: Age category of participants (%)
Gender
The mining industry is historically dominated by males. It was expected
that majority of participants would be males. The female participants
exceeded the targeted figure of 25 percent (25%). Figure 4 below shows
the participants’ percentage figures in terms of gender.
Figure 4: Gender of participants (%)
20
.3
32
.9
21
.2
12
.9
4.7
1 8 - 2 5 2 6 - 3 5 3 6 - 4 5 4 6 - 5 5 5 6 - 6 5
65%
35% Male
Female
40
Race
The labour laws in the country force companies to recruit based on
employment equity. Even though race had no impact on the study, it was
important to consider sample from different races. Figure 5 below
represents racial demographics of the sample.
Figure 5: Race of participants
Nationality
Historically, the mining industry recruited cheap labourer from various
African countries. Most of the labourers had no formal education hence
4IR would have direct impact on them. Only 45% of the participants are
South African nationals.
Figure 6: Nationality of participants (%)
63%1%
15%
21% African
Indian
Coloured
White
44.7
18.8
7.1
17.6
2.45.9
3.5
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0
50.0
41
Academic Qualification
The participants’ academic qualification is crucial for the purposes of the
study. Theory suggest that the 4IR will require skilled employees. Only
20% of the sample had no matric qualification.
Figure 7: Academic Qualification of participants (%)
Employment status
Employment status was to ensure that participants fairly represents the
sample population.
Figure 8: Employer Representation (%)
20
37
.6
17
.6
15
.3
9.4
N O M A T R I C M A T R I C D I P L O M A D E G R E E P O S T G R A D
37
.6
43
.5
18
.8
A M P L A T S S I B A N Y E L O N M I N
42
Trade union affiliation
For purposes of fairly representation it was important for all trade unions
in the industry to be accommodated. Focus was on NUM, UASA and
AMCU who are the big three trade unions in the sector. However, some
participants were either not affiliated or affiliated to different trade union.
Figure 9: Trade union representative (%)
38
.8
31
.8
17
.6
11
.8N U M A M C U U A S A O T H E R
43
CHAPTER 4. PRESENTATION OF RESULTS
Introduction
This chapter deals with the presentation of results as obtained from participants.
The main objective of the study was to determine the impact of 4IR on the
sustainability of trade unions. The results focused on the trade unions’ inward
and outward analyses. The inward analysis component is used to assess the
state of readiness of trade unions for 4IR. On the other side, the outward analysis
is used to determine trade unions’ understanding of the concept of 4IR. All results
are presented based on themes related to each proposition.
Results pertaining to proposition 1
The first proposition of the study argues that for trade unions to survive the impact
of the fourth industrial revolution they will require massive investment in training
and development for their members. The findings are grouped into three themes
and four sub-themes. These findings are based on the participants’ observations
in their perspective workplaces. Table 4 represents the themes and sub-themes
as well as brief explanation of themes.
44
Table 4: Themes pertaining to proposition 1
Theme Description of theme Explanation
1 Technological changes in the workplace To determine how much are companies transforming
towards technology. Participants noted the industries
desire to mechanise most operations.
2 Employer’s role in enforcing technological changes To assess whether employers have embraced
technological changes as the new way of doing business.
Participants are of the view that highly mechanised mines
weaken bargaining power of trade unions.
Sub-theme 2.1
Sub-theme 2.2
Sub-theme 2.3
Sub-theme 2.4
Cost reduction
Skills development
Women empowerment
Job losses
The participants are of the view that technology reduces
operating costs thereby increasing opportunities of
operational expansion. However, there’s a strong view
that employers tend to invest more on machine than on
people.
Majority of participants view skills development as a
necessity for future employment. Their biggest fear is the
behaviour of skilled employees towards trade unions.
Currently, skilled employees are reluctant to join trade
unions
Most respondents view technology as a catalyst towards
women empowerment. They argue that most women tend
to be reluctant to join trade unions. This is a serious threat
to sustainability of trade unions in the industry
Trade unions believe that technological changes bring
unemployment hence threatening existence of trade
union movement
3 Noticeable benefits of technological changes Participants agreed that technology has improved
production and safety of employees in the workplace.
Some participants are looking at ways of using
technology to their advantage.
45
Theme 1: Technological changes in the workplace
From the responses of participants it was apparent that technological changes in
the workplace was extremely dominant. The participants claimed that there has
been a massive shift towards technology. Below are some of the views of
participants:
“Every platinum producer wants to mine safely and efficiently. Currently, mechanisation makes it
possible for the mining companies to achieve their vision of zero-harm and cost effective
production” NUM regional leader.
“Since the introduction of mechanisation, we have experienced a decline in workforce, companies
employ educated people from universities and are pushing those who have been here since
1990s to take VSP (Voluntary Separation Package) and never replace them. As trade unions we
are not happy about that” NUM national leader.
Theme 2: Employer’s role in enforcing technological changes
The role of employers in enforcing technological changes is viewed as weakening
trade unions. There was a wide range of factors that were identified as
contributing to weakening of trade unions. These factors were arranged into four
sub-themes.
Sub-theme 2.1: Cost reduction
Majority of the participants expressed their dissatisfaction with consequences of
cost reduction. Below are the quotations from three participants:
“Companies emphasises the importance of reducing operating costs but they hardly incentives
employees for their efforts. This makes us [trade unions] look weak and unable to fight for our
members” UASA Official.
AMCU Regional leader said “Our members used to work excessive hours to compensate for the
peanuts they get paid, now with this new cost reduction story they are not allowed to work overtime. This is
causing us problems, we fight everyday with our members”. Similarly, a Mine Manager
elaborated “The concept of cost reduction has caused tensions between unions and management.
Unions feel denied their hard-earned bonuses, in meetings one has to be careful in mentioning cost-
reduction as it might spark unnecessary argument”.
46
Theme 2.2: Skills development
All participants agreed that the workforce needs to be developed. However, there
were different views as to who benefits from skilled workforce – trade unions or
mining companies? Nevertheless, skills development was viewed as a benefit for
individual worker/member. Below are some of the quotations from participants:
“Re-skilling is what we stand for, companies need to send our members for training so that they
can be employable. We all benefit from this” NUM National leader.
“Even though we would like to see our members trained, they mustn’t forget who fought for their
training. Sometimes people leave us after getting promoted” AMCU Steward
“Training and development is our priority, especially when there’s new machinery to be used. We
all benefit from skilled workforce” Mine Manager
Theme 2.3: Women empowerment
Technology in the industry is viewed as improving women empowerment. This is
phenomenon trade unions are proud of even though some believe that this poses
serious challenges.
NUM Regional leader said “machines have balanced workload in the industry hence we see
significant improvement in women entering the industry. We are happy about that, it’s what we
struggled for even though majority of them [women] chased us away in 2012”
AMCU Regional leader said “With these machines, there’s no more job for man only. We all do
the same job. We like seeing women in the industry even though most of them do not care about
unions. They just want to work and go home”
Theme 2.4: Job losses
Technological changes have led to job losses. Job losses give participants
sleepless nights as they tend to lead to community unrest. All participants were
concerned about job losses due to mechanisation in the industry.
47
“I am yet to see mechanisation that doesn’t lead to job losses. In every mine where there has
been mechanisations, there’s always retrenchment and this is bad for us” NUM Regional leader.
Theme 3: Benefits of technological changes
All participants agreed that introduction of technology has brought some much
needed benefits in the mining industry. They, however, indicated the threats
brought by these benefits to trade union movement.
NUM National leader, for example, noted “Since the introduction of new mining technologies, we
have noticed a decline in number of fatalities as compared to Gold sector”. The participant
elaborated further on the matter “Improved working conditions means irrelevance of trade
unions in that aspect. Remember, our recruitment strategy has always been around working
conditions and better wages”
Echoing the same sentiments as the first participant, another participant had the
following to say “Unlike before, there’s more literate employees and much improved working
conditions. People can decide for themselves now…they no longer need unions to tell them what
to do” Mine Official.
Results pertaining to Proposition 2
The second proposition of the study was about the kind of leadership needed in
the future. It argued that the fourth industrial revolution poses serious challenge
to the future existence of trade unions and therefore trade unions will need
visionary leaders to survive. Likewise, the findings are grouped into different
themes and sub-themes based on participants’ responses. Table 5 represents
the themes.
48
Table 5: themes pertaining to second proposition
Theme Description of theme Brief explanation
1 Trade Unions’ view on 4IR The participants view 4IR as a challenge to trade unions.
2
Sub-theme 2.1
Sub-theme 2.2
The future of trade unions
Specialisation
Weakened collective bargaining
Majority of participants are optimistic about the future of trade
unions
The most popular view is that future trade union members will
be very sophisticated and will require different approach.
The majority of participants are concerned about the possibility
of weaker collective bargaining
3
Sub-theme 3.1
Sub-theme 3.2
Future levels of unionism in the sector
Increase in membership
Decrease in membership
There are two very strong views about the subject. Participants
are divided between the two sub-theme
A significant number of participants believe that there’ll be
increase in trade union numbers
Even though not in majority, a sizeable number of participants
are not so optimistic about the future members. They,
Theme 1: Trade union’s view on 4IR
The participants showed sufficient knowledge about 4IR. They believe that the
4IR brings new challenges for trade unions. There’s a strong view that trade
unions should transform to accommodate modern day challenges.
49
For example, NUM Regional leader stated “The mechanisation caught us off guard around
year 2002, we can’t say we don’t know how to deal with technological changes now. Otherwise
we may as well close shop and leave”. This sentiment was echoed by another
participant who said “Technology is here, all we have to do is to adapt and transform” UASA
Official
Theme 2: Future of trade unions
Majority of participants expressed little optimism about the future of trade unions.
From their expression there are two sub-themes that emanated
Sub-theme 2.1: Specialisation
Participants emphasised the amount of specialisation brought by technological
changes. They believe that trade unions need to undergo structural changes to
remain relevant. NUM National leader noted “Since the introduction of machines, companies
have attracted skilled employees. This had negative impact on our membership figures”.
Another participant shared a similar view
“These machines are operated by educated people who earn lot of money. They don’t care about
unions…to attract them we must stop electing leaders who are noise makers, education level
must be considered before electing leaders” AMCU Steward
Sub-theme 2.2: Weakened collective bargaining
Participant showed great concern about possibility of trade unions losing their
bargaining power. Below are some of the views from participants:
Mine Manager said “Nowadays, unions can’t just go on strike. Their members understand the
impact of being on strike…this has weakened their bargaining power”
“Before these machines companies were scared of us [trade unions] now they don’t care because
machines can produce more than people” AMCU Official.
“Introduction of technology has killed our militancy, when there’s no militancy it’s difficult to
bargain as a team. Each union stands for itself, no more collectivism and togetherness” NUM
Regional leader
50
Theme 3: future levels of unionism
There are two very strong views about the subject. Participants are divided
between the two sub-themes
Sub-theme 3.1: Increase in membership
Based on participants’ responses, about 53% of participants believe that despite
introduction of technology in the industry, trade union members will continue to
grow but they acknowledge that there has to be some structural changes in trade
union movement. Below are some of the views:
“I’ll talk about our union, majority of our members are youth and they continue to join us. We have
better benefits that entice them to join hence I believe our membership will continue to grow”
NUM National leader
“Trade union membership can only increase if they start electing people who are knowledgeable
about running business. They can’t achieve anything if they continue electing people who resolve
everything through strikes and intimidation” Mine Manager
“Increase of membership is a guarantee, as long managers continue to victimise us” AMCU
Regional leader.
“our scope of organising cut across three sectors, technological changes in one sector will not
have meaningful impact on our membership hence I believe it can only increase” NUM Regional
leader
Sub-theme 3.2: Decrease in membership
A noticeable percentage of participants believed that trade union membership will
definitely decline in the future. They based their argument based on many factors
including age, gender, skills, leadership etc.
“The current leaders think being a leader is a career…they don’t educate themselves hence some
people are reluctant to join unions. I don’t see unions increasing their members, it’ll continue to
drop” UASA Official
51
“Truth be told, there’s lots of non-unionised employees. People no longer see the need to join
unions when there’s low risk of being victimised by employers. Skilled employees hardly utilise
union services hence they don’t see value in joining. With these technological improvements,
things can only get worse” NUM Regional leader
Summary of the results
This chapter focuses on the findings of the study with regard to the two study
propositions. The first proposition states that for trade unions to survive the
impact of the fourth industrial revolution they will require massive investment on
training and development of their members. Based on the responses of the
participants, themes related to the proposition were identified for ease of analysis.
In relation to the first proposition, at least seven themes were identified.
The second proposition states that the fourth industrial revolution poses serious
challenge to the future existence of trade unions and therefore trade unions will
need visionary leaders to survive. For this proposition, three themes and four sub-
themes were identified. The researcher believes that the themes identified for
each proposition are sufficient for one to make informed conclusion.
52
CHAPTER 5. DISCUSSION OF THE RESULTS
Introduction
The objective of this chapter is to discuss the findings of the study. Qualitative
data was collected through in-depth interview method. For ease of analysis, the
data was transcribed and coded to give it specific themes related to the
propositions. Each identified theme will the discussed separate in this chapter.
The discussion will start with the first proposition and all the seven themes
pertaining to it. Afterwards, the second proposition and its themes will follow in
the discussion. The demographic profile of the participants has already been
discussed in chapter 3 therefore it will not be discussed again in this chapter.
Discussion pertaining to Proposition 1
The first proposition of the study argued that for trade unions to survive the impact
of the fourth industrial revolution they will require massive investment in training
and development for their members. To conclude on the accuracy of the
proposition, seven identified themes are analysed in relation to perception of the
participants and literature review. These themes are discussed below:
5.2.1 Technological changes in the workplace
This theme was aimed at determining how much are mining companies
transforming towards technology. From the responses of the participants it
became clear that mining companies are already transforming towards
mechanised mining. Participants acknowledged that technological changes have
brought some serious challenges for trade unions. From literature review it was
noted that mechanisation of mines leads to safe and cost-effective operation. This
collaborates with the views of participants. Participants also noted that
technology has led to an increase in specialised jobs that are out-sourced to
contractors who employ fewer employees.
53
This threatens the existence of trade unions as it is difficult to recruit people who
are only employed for a short period to perform a specific task.
5.2.2 Employer’s role in enforcing technological changes
This theme was aimed at assessing whether employers have embraced
technological changes as the new way of doing business. The study revealed
that employers indeed play a role in enforcing technological changes. Their role
is perceived to be instrumental in weakening trade unions’ bargaining power.
High levels of mechanisation results in manifestation of factors that have potential
to weakening trade unions in the industry. These factors were identified as cost
reduction, skills development, women empowerment and job losses.
Cost reduction
The employers’ desire to reduce operating costs in a threat to the
existence of trade unions. Cost reduction means replacing physical labour
with machines to execute tasks much safer and faster. The literature
revealed that the 4IR will results in job losses (Schwab, 2016 & Naude
2017).
Skills development
Training and skills development are a necessity for the survival of
organisations under the era of 4IR. The study reveals that participants
valued the importance of skills development. They noted its relevance in
the era of 4IR and how important it is for future employability of trade union
members. Interestingly, all participants believe that the employers should
carry the burden of training and development. The trade unions’ attitude
to give training responsibility to employers might be dangerous to their
future existence. Hlatshwayo (2014), alluded that trade unions’ reluctance
to train and develop their members is a reason they become reactionary
when new technologies are introduced.
54
Women empowerment
Technological changes have improved women employment in the
industry. Trade unions have made significant structural changes to
accommodate needs of their female members.
The NUM, for example, amended its constitution to include a women
structure from branch level until national level. This is a positive move
which has made NUM more attractive to female employees. However,
there is high level of uncertainty amongst female employees joining trade
unions. Most of them have not yet conceptualised the importance of
belonging to a trade union. This is one shortcoming that trade unions need
to address before it’s too late.
Job losses
As envisaged by most scholar in the literature review, technological
changes have led to massive job losses in the industry. This was also
acknowledged by the participants. Unfortunately, trade unions have no
solutions to job losses as employers are protected by labour relations act
(LRA). The LRA empowers employers to dismiss employees for
operational reasons provided there is compliance with section 189 of LRA.
The platinum industry experienced twelve percent (12%) declined in
employment between year 2012 and year 2016 (Chamber’s report, 2016).
5.2.3 Noticeable benefits of technological changes
Technological changes have brought more improved working conditions with
more literate personnel. There has been a massive drop in terms of mine injuries.
The number of fatalities was reduced by 55% between year 2010 and year 2014.
Hattingh et al (2010), stated that technology seeks to improve safety and working
conditions in the mining industry.
55
5.2.4 Conclusion regarding proposition 1
The results concur with the first proposition. It is evident that trade union
existence will be challenged by the emergence of 4IR hence they need to embark
on training and development of their members. Unfortunately, evidence from the
interviews indicates that trade unions are not yet taking full responsibility for
training and development of their members. They believe that the employers
should carry the burden of training and development.
Discussion pertaining to Proposition 2
The second proposition argues that the fourth industrial revolution poses serious
challenge to the future existence of trade unions and therefore trade unions will
need visionary leaders to survive. All themes pertaining to the proposition are
discussed separately.
5.3.1 Trade Unions’ view on 4IR
The findings reveal that trade unions are very much aware of the impact of 4IR
on trade unions’ sustainability and existence. They believe that mechanisation is
the future of mining industry of which for them to survive they need to adapt. This
view resonates with Ramlall (2003), assertion that technology changes the
manner organisations are conducted. What is lacking though, from trade union
perspective, is a clear strategy on how they are going to adapt. Trade unions
have to transform towards meeting demands of the new labour market. All
participants agreed that the labour market has changed and needs trade unions
that are adaptive and flexible. If trade unions fail to adapt, they will not survive in
the future.
5.3.2 Future of trade unions
From the findings of the study, the future of trade unions is not promising. There
are two factors that were highlighted as threat to the future existence of trade
unions, specialisation and collective bargaining.
56
Specialisation
Technology has led to specialisation of jobs which results in employment
of skilled employees. This resonates with Hodgson (2016), assertion that
innovative technology will change the character of work and the patterns
of employment across industries. Specialised jobs result in reduced
workforce numbers and give employees a sense of job security. Trade
unions are aware that job security reduces chances of employees joining
trade unions hence they might find it difficult to survive in the future.
Collective bargaining
Technology has weakened the bargaining power of trade unions. Skilled
employees are able to individually bargain for their employment contract.
This takes away the trade unions authority to bargain for the collective
workforce. Participant alluded to the fact that most employees are more
concerned about their careers and have no regard for struggles of other
fellow workers. This is weakening the bargaining power of trade unions.
5.3.3 Future levels of unionism
There were two contrasting views about the future levels of unionism in the
industry. It is difficult to conclude on the participants views regarding the matter.
One segment of the participants believed that trade union membership is bound
to increase while another believed that it can only decrease. The segment that
advocated for increase in membership cited leadership maturity, employer
hostility towards employees, quality service to members and trade union benefits
as some of the reasons for their argument. The employment of young skilled
workers and specialisation of jobs were highlighted as some of the reasons why
trade union membership will decrease. The reduction of workforce by close to
26 000 workers between years 2012 and 2016 (Chamber of Mines’ report, 2017),
makes it more likely to conclude on possible reduction in future trade union
membership.
57
5.3.4 Conclusion regarding proposition 2
The findings of the study suggest that trade unions are aware of the need to adapt
to technological changes. They highlight the trade unions’ analysis on their future.
However, there is no concrete evidence that suggest that there is a need,
specifically, for visionary leadership. It therefore cannot be concluded that
visionary leadership is needed for future survival of trade unions.
Conclusion
This chapter dealt with the discussion of the research findings that were
presented in chapter 4. The findings were discussed according to different
themes related to each study proposition. Proposition 1, claimed that for trade
unions to survive the impact of the fourth industrial revolution they will require
massive investment in training and development for their members. With regard
to this proposition, seven themes were identified and discussed. All these themes
were discussed in conjunction with the literature review with the aim of finding
either similarities or differences with previous studies. The discussion of the
seven themes led to conclusion that corresponds with the first proposition. The
results concur with the first proposition. It is evident that trade union existence will
be challenged by the emergence of 4IR hence they need to embark on training
and development of their members. Therefore, proposition 1 was proven to be
valid.
The second proposition was tested through discussion of three major themes that
were identified. Again, the study findings were compared to the literature to
determine if there are any similarities or differences. Unfortunately, the findings
of the study were not sufficient to support the second proposition. It, therefore,
cannot be concluded that visionary leadership is needed for future survival of
trade unions. Therefore proposition 2 is not accepted.
58
CHAPTER 6. CONCLUSIONS & RECOMMENDATIONS
Introduction
This chapter aims at providing conclusion and recommendations based on the
findings of the study. The conclusion will determine whether the research problem
and sub-problems have been clear addressed. The study will make
recommendations for future research based on the study’s findings and
shortcomings.
Conclusions of the study
The study argued that 4IR impacts on jobs thereby threatening the sustainability
and existence of trade unions. The trade union’s response to 4IR will determine
their future existence. The study revealed that training and development will play
a major role in ensuring trade union sustainability. However, trade union leaders
have not yet derived mechanism to train and develop their members for the
imminent 4IR. This failure might threaten trade union’s future existence and
sustainability as stated by Hlatshwayo (2014), that TUs’ failure to acknowledge
technological changes as a subject that requires research, education and
organisational capacities is posing serious challenges to their future existence
and sustainability. At any workplace where trade unions exist they should build
training facilities to train their members for future skills. They can form partnership
with employers to minimise the cost effect and guarantee future employment of
the trained members.
In future, trade unions will not be attractive to employees. Trade union leaders
need to transform their organisation to be adaptive to the new era of technological
changes. Trade union leaders can no longer afford to continue acting on behalf
of members as collective.
59
Each member has different needs and trade unions should strive to meet such
needs to convince members that they are advocating for their interests.
Trade union leaders should appeal to all categories of their members. The
youthful skilled members should also feel represented by their trade unions.
Trade union leaders have to address the perception that they are no longer
relevant especial amongst young and female members.
Trade union need to improve their services and benefits to members. Members
will no longer join trade unions for protection in the workplace. They’ll need some
social development and personal development opportunities. Trade unions
should consider adopting social-movement unionism as explained by Hyman
(2001). The quality of service delivered can be improved through membership
benefits such as bursaries for members and their dependants, providing day care
services for all female members, providing free training on financial services and
pension funds, free funeral covers and developing applications for ease of
communication.
In the platinum mining industry employers are already implementing
technological changes. These changes have led to massive job losses which
caught trade unions off guard. Trade unions should persuade employers to fund
community development programmes that will be aimed at developing
community members for future employment in the mines. Trade unions should
play a major role in creation of decent and permanent jobs for the surrounding
communities. This will ensure that they remain relevant especially amongst the
young and female employees.
60
Recommendations
There is need for trade unions to work together with employers to prepare their
members for highly technological workplace. Technology reduces operating cost
and ensures safe production hence it is beneficial to all stakeholders.
Trade union leaders should embark on roadshows to increase awareness of 4IR
and its impact on jobs and members. The awareness will educate members on
how to adapt and respond to the challenges of 4IR. The leaders and their
education desks should ensure that members participate in these roadshows.
Both the employers and trade unions should start researching on mechanisms
that can be put in place to avoid job losses due to innovative technologies.
Through NEDLAC, trade unions and employers should advocate for government
subsidy in training and development for future jobs. This subsidy should be
specific for specialised skills that will be needed in the future. The employers
should also go beyond complying with skills development legislature and assist
in identifying specialised skills that require training and development.
Suggestions for further research
The participants in the study were mainly people who are in leadership positions.
Perhaps the findings of the study might be different if the sample could be
extended to ordinary members of trade union and mine employees.
The scope of the research was only limited to the platinum mining industry. It is
suggested that for future studies the scope could be extended to the broader
mining industry or other industries such as manufacturing, services, agriculture
etc.
The trade unions should also conduct their own study on the impact of fourth
industrial revolution. This will assist them to make empirical argument from an
informed point of view. Again, they’ll better equip themselves to deal with the
consequences of 4IR.
61
REFERENCES
Adlam, R., & Villiers, P. (2003). Police leadership in the 21st century: Philosophy, Doctrine and
Developments (1st edition). UK: Waterside Press.
Ahlers, E. (2016). Flexible and remote work in the context of digitization and occupational
health. International Journal of Labour Research, 8(1-2), 85 – 99.
Akhtar, P., & Moore, P. (2016). The psychosocial impacts of technological change in
contemporary workplaces, and trade union responses. International Journal of Labour
Research, 8(1-2), 101– 131.
Anderson, T. D., Ford, R., & Hamilton, M. (1998). Transforming leadership: Equipping yourself
and coaching others to build leadership organisation (6th Edition). London: St. Lucie Press
Antwi, S.K., & Hamza, K. (2015). Qualitative and quantitative research paradigms in business
research: A Philosophical Reflection. European Journal of Business and Management, 7 (3),
217 – 225.
Bhorat, H., Naidoo, K. & Yu, D. (2014). Trade Unions in an Emerging Economy: The Case of
South Africa. Development Policy Research Unit Working Paper 201402. DPRU, University of
Cape Town.
Bloom, N. & Van Reenen, J. (2010). Why do Management Practices Differ across Firms and
Countries? Journal of Economic Perspectives, 24(1), 203 – 224.
Bloem, J., Van Doorn, M., Duivestein, S., Excoffier, D., Maas, R., & Van Ommeren, E. (2014).
The Fourth Industrial Revolution: Things to Tighten the Link between IT and OT. VINT research
report 3 of 4 (pp. 1 – 40). Sogeti.
Boyce, C., & Neale, P. (2006). Conducting In-depth Interviews: A Guide for Designing and
Conducting In-depth Interviews for Evaluation Input (pp. 1 – 16). Pathfinder International.
62
Daud, Z & Tumin, S. (2013). The relationship between employees’ need and the formation of
trade union: The Malaysian manufacturing company’s experience. International Journal of
Business and Social Science, 4 (13), 124 – 134.
Dubrin, A. J. (1998). Leadership: Research findings, practice and skills (2nd edition). Boston:
Houghton Mifflin
Evangelopoulos, N. (2011). The principles of scientific management and its Impact on scholarly
work and managerial practice. Journal of Business and Management, 17 (1), 58 – 74.
“Facts and Figures” (2016). Chamber of mines of South Africa, June 2017 (pp. 1 - 40).
“Global manufacturing competitive index” (2016). Deloitte, 2016 (pp 1 – 80)
Germain, V. (2016). Winning with purpose in the Fourth Industrial Revolution. Heidrick &
Struggles, 2016 (pp. 1 – 4). Retrieved from http://www.heidrick.com/knowledge-
center/Publication/The-CEO-Report
Gray, A. (2016, 20 - 23 January). The 10 skills you need to thrive in the fourth industrial
revolution. Presentation at World Economic Forum, Davos, Switzerland. Retrieved from
https://www.weforum.org/agenda/2016/01/the-10-skills-you-need-to-thrive-in-the-fourth-
industrial-revolution
Guba, E. G., & Lincoln, Y. S. (1981). Effective evaluation: Improving the usefulness of
evaluation results through responsive and naturalistic approaches. San Francisco: Jossey-Bass
Hattingh T.S., Sheer T.J., & Du Plessis A.G. (2010). Human factors in mine mechanization. The
Southern African Institute of Mining and Metallurgy, 255 – 258.
Hlatshwayo, M., & Buhlungu, S. (2017). Work reorganisation and technological change: limits of
trade union strategy and action at ArcelorMittal, Vanderbijlpark. African Sociological Review, 21
(1), 126 - 153
Hlatshwayo, M (2017). Technological Changes and Manufacturing Unions in South Africa:
Failure to Formulate a Robust Response. Global Labour Journal, 8(2), 100 – 119.
63
Hlatshwayo, M. (2014). NUMSA and Solidarity’s Responses to Technological Changes at the
ArcelorMittal Vanderbijlpark Plant: Unions caught on the Back Foot. Global Labour Journal,
5(3), 283–305.
Hodgson, G. M. (2016). The future of work in the twenty-first century. Journal of Economic
Issues, L (1), 197 – 216
Hyman. R. (2001). Understanding European Trade Unionism: Between Market, Class and
Society, (1st edition). London: Sage Publications Ltd
Ivanov, S. (2017). Robonomics - principles, benefits, challenges, solutions. Yearbook of Varna
University of Management, 10, 283-293.
Jose, AV. (1999). The future of the labour movement: some observations on developing
countries. Geneva: International Labour Organisation (Discussion papers, DP/112/1999.)
retrieved from:
http://www.ilo.org/public/english/region/ampro/cinterfor/temas/worker/doc/otros/xi/dp11299.pdf
King, N., & Horrocks, C. (2010). Interviews in qualitative research (1st edition). London: Sage
Publications Ltd
Lars, G., Kuhn, A.T., Rule, D., Bellmann, C., Dawood, D., Moore, P., Kulik, J., Siemes, S.,
Singh, L., & Standley, M. (April, 2015). A Discussion of Qualifications and Skills in the Factory
of the Future: A German and American Perspective. Düsseldorf, Germany.
Naude, W. (2017). Entrepreneurship, Education and the fourth industrial revolution in Africa.
Discussion paper, IZA DP No. 10855, (pp. 1 – 22). IZA – Institute of Labour Economics,
Germany.
Neuman, L.W. (2000). Social Research Methods: Quantitative and Qualitative Approaches (4th
Edition). Boston: Allyn and Bacon
Odhong, E.A., & Omolo, J. (2014). An analysis of the factors affecting employee relations in the
flower industry in Kenya: Case of Waridi Ltd, Athi River. International Journal of Business and
Social Science, 5 (11), 147 – 160.
64
Pryor, M.G., Taneja, S., Humphreys, J., Anderson, D. & Singleton, L. (2008). Challenges facing
change management theories and research. Delhi Business Review, 9 (1), 1 – 20.
Rahi, S. (2017). Research design and methods: A systematic review of research paradigms,
sampling issues and instruments development. International Journal of Economics and
Management Sciences, 6 (2), 1 – 5.
Ramlall, SJ. (2003). Enhancing the effectiveness of HR through the integration of IT. Journal of
Business & Economics Research, 1(10), 47-56.
Ratna, R. & Kaur, T. (2012). Measuring impact of trade unions on workmen satisfaction in a
manufacturing unit. International Journal of Management and Social Sciences Research, 1 (1),
49 – 54.
Saldana, J. (2009). The coding manual for qualitative researchers (3rd edition). London: Sage
Publications Ltd.
Sarker, M.S.I., & Khan, M. R.A. (2013). Classical and neoclassical approaches of management:
An overview. IOSR Journal of Business and Management, 14 (6), 1 – 5.
Schermerhorn, J. R., Hunt, J. G. & Osborn, R. N. (2000). Organisational Behaviour (7th edition).
USA: John Wiley & Sons, Inc.
Schwab, Klaus. (14 January 2016). Fourth Industrial Revolution: what it means, how to respond.
World economic forum. Retrieved from https://www.weforum.org/agenda/2016/01/the-fourth-
industrial-revolution-what-it-means-and-how-to-respond
Sergiovanni, T. J. (2007). Rethinking Leadership: A collection of articles (2nd edition). London:
Sage Publications Ltd
Stearns, P. N. (2012). The Industrial Revolution in World History (4th edition). Philadelphia:
Westview Press.
65
Stoddard, E.D (14 October 2014). Platinum mines push for automation despite costs. Mail and
Guardian. Accessed on 26 July 2016 from: https://mg.co.za/article/2014-10-14-platinum-mines-
push-for-mechanisation/
Strydom, A. (2008). The experiences of designated employees in a predominantly white
consulting business unit. Master’s dissertation, North West University, Potchefstroom.
Tahir, N., Yousafzai, I. K., Jan, S., & Hashim, M. (2014). The Impact of training and
development on employees performance and productivity: case study of United Bank Limited
Peshawar City, KPK, Pakistan. International Journal of Academic Research in Business and
Social Sciences, 4 (4), 86 – 98.
The fourth industrial revolution (10 February 2016). Premium Times. Accessed July 26, 2017,
from https://i1.wp.com/media.premiumtimesng.com/wp-content/files/sites/2/2016/10/Fourth-
industrial-revolution.jpg.
Tellis, G.J (2006). Disruptive technology or visionary leadership. The journal of product
innovation management, 23 (1), 34 – 38
Trochim, W. K., & Donnelly, J. P. (2007). The research methods knowledge base (3rd Edition).
USA: Thomson Custom Publishing.
Uys, M (2011). Factors influencing future existence of trade unions in South Africa. PHD
dissertation, North West University, Potchefstroom.
Venter, R. (2003). Labour relations in South Africa (2nd Edition). Cape Town: Oxford University
Press.
Willis, R.P.H., Dixon, J.R., Cox, J.A., & Pooley, A.D. (2004). A framework for the introduction of
mechanized mining. The South African Institute of Mining and Metallurgy, 28 (1), 117 - 124
Yordsala, S., Tesaputa, K and Sri-Ampai, A. (2014). The development of visionary leadership
administrators in Thai primary school. Journal of International Education Studies, 7 (1), 92 –
101.